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Leadership That Gets Results
Daniel Jay Goleman is an author, psychologist, and science journalist. For twelve years, he
wrote for The New York Times, specializing in psychology and brain sciences
The Idea
Leaders face a lot of challenges when it comes to decision making. Many mistakenly
assume that the leadership style is a function of personality rather than strategic choice.
An effective leader utilizes a style that best addresses the demands of a particular situation;
a process called situational leadership discussed in chapter 3 of the textbook.
Research has shown that the most successful leaders have strengths in emotional
intelligence and they don’t know just one style of leadership – they’re skilled at several,
and have the flexibility to switch between styles as the circumstances dictate.
The Idea in Practice
New research suggests that the most effective executives use a collection of distinct
leadership styles – each in the right measure, at just the right time. Such flexibility is tough
to put into action, but it pays off in performance. And better yet, it can be learned.
• The coercive style: “do what I say" approach can be very effective in a turnaround
situation, a natural disaster, or when working with problem employees.
• The authoritative style: “come with me" approach which states the overall goal but gives
people freedom to choose their means of achieving it.
• The afflictive style: “people come first" approach which is effective for building team
harmony or increasing more.
• The democratic style: This approach impacts organizational climate which builds
flexibility and responsibility to help generate fresh ideas.
• The pacesetting style: A leader who sets high performance standards and exemplifies
